What are those different attitudes toward Jiang and why？

onsumer-based society that was concerned only with acquisition. Blue-jeans-wearing rebels of popular movies were an expression of contempt towards the empty and obedient silence of the Cold- War American; the positive images of American consumer society were under siege. What had been a piece of traditional American culture—blue jeans—became a rejection of traditional culture. These images found an eager audience among those for whom gray suits and formal dresses had been elevated as ideals of the age. In blue jeans, men and boys found relief from the underlying harness required to fit into more formal water. Even some among the middle class slipped into jeans for a sleepy afternoon on the porch.

ess stable than America's"? (Para.3)

gh the second phase of childhood, also called as old age. This is the phase where everyone needs a comfort of a sense of belonging and being taken care of. Wouldn't we all expect the same of security when we grow old? Even our parents are expecting us to be their caretaker, as they grow old. But they never make that obvious to us.

______

Estate". (para.6)

years later it sheds far more on an issue of great interest: the pace of mankind's material progress. In a new paper, William Nordhaus of Yale University starts by asking what may seem a dull question: do statisticians measure prices accurately? To find out, he studies the economic history of light from Neolithic times to the present. His answer and its implications are startling.

Traditional estimates have failed to track the fall in the price of light, especially over the past 200 years. As a result, they overstate today's price, relative to the price in 1800, not by a few percentage points, nor even by a factor of one or two, but by a factor of about 1000. Even by the standards of economics, that is a large error. The implications are of corresponding size. If the prices of other things are measured as badly as the price of light, it follows that traditional estimates of economic growth are way off the mark.

Economists are familiar with the difficulty of measuring changes in prices over time. It seems easy to measure the price of, say, a ball-point pen. But suppose that. a new version comes along that costs twice as much and lasts four times as long. If it catches on, the price of a pen has doubled—but the price of pen-services, as it were, has halved. This second price is the one that should be used to calculate the change in living standards. However, it is often difficult to observe. You need to know not just the change in the prices of the goods but also the change in the services that the goods provide. Measuring that is especially hard when the range of services itself changes over time. (Compare the communication-services provided by a modern telephone with those of one from the 1950s, for instance.)

Mr. Nordhaus points out that light has a useful property in this respect. Its service— illumination—does not vary. Babylonians used lamps for much the same reason that modern Americans use incandescent bulbs. With diligence and great ingenuity, Mr. Nordhaus has collected data on the light-services provided down the ages by: burning sticks; fat-and-oil- burning lamps; candles (tallow, sperm-oil, etc); gas lights (various); kerosene lamps; and the many different kinds of electric light. (The unit of measurement is the lumen; a wax candle emits about 13 lumens, a modern 100-watt bulb on 110 bolts about 1,200.) Mr. Nordhaus has also collected data on the prices of these sources of light: the price of a candle, the price of a given quantity of gas or electricity, and so on.

Putting the two together yields a true measure for the price of light. In nominal terms, the price of 1,000 lumen-hours has fallen from about 40 cents in 1800 to about one-tenth of a cent today. The black line in the chart plots this series as an index. (The sharp fall at the end of the line marks the introduction of the compact fluorescent bulb.) In real terms, of course, the fall is even sharper: 40 cents in 1800 is worth more than $4 in today's money. Compare this with a price series calculated using the conventional methods of official statistics—that is, by looking at the prices of goods that provide light rather than at the price of light itself. Mr. Nordhaus stitches together such a series from a variety of official sources. According to this measure, the price of light has fallen in real terms since 1800, but has gone up by 180% in nominal terms (as shown by the white line in the chart). In other words, conventional estimates would put the price of light in 1800 at about four-hundredths of a cent per 1,000 lumen-hour. Mr. Nordhaus' first series shows that the price of light in 1800 was about 1,000 times dearer than that.

This staggering difference is par@ an illustration of the effect of compound interest. It represents a drift of roughly 3.6% a year between the official and the t

高昂的代价：生态环境的恶化、生物多样性的丧失，这应引起我们的高度警觉和重视。因此，历史不应再继续重演，对于农业可持续发展战略的研究，只能是在对中国国情有一个明确认识和正确判断的基础之上，有选择地借鉴和运用来自外部世界的理论和方法，在理论构筑上有所创新、研究手段上有所突破，从而才有可能建立起具有中国特色的农业可持续发展战略理论。

ort of a leading magazine. $32 billion of this, or 14%, was taken by magazines. In Europe, the share of consumer magazine advertising expenditure was $12 billion, or 21% of an estimated overall spend of $57 billion. But the share has dropped in the past 15 years from 30 per cent, with decline having been particularly severe in Belgium and Germany where commercial television was introduced relatively late.

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lworks in Philadelphia with a stopwatch and a notepad, managers have searched for tools to improve the performance of their organizations. In recent years there has been a sharp increase in the use and number of such tools. Taylor's "scientific management" now sits alongside more recent inventions such as benchmarking, business process re-engineering and scenario planning.

For the past 12 years, Bain & Company, a firm of consultants, has asked companies around the world how much they use such tools, and how satisfied they are with them. Its latest analysis, out this week, shows that strategic planning, used by almost four out of every five companies, is currently the most popular.

Bain's Darrell Rigby, founder of the survey, says managers are now particularly keen on anything that helps them get closer to their customers. Two-thirds say that "insufficient customer insight" is hurting their performance. Hence the steep rise in Customer Relationship Management (CRM)—from seventh last time to second.

Since the excessive spending at the turn of the century, executives have focused on cutting costs. Now, says Mr. Rigby, they see a limit to that process and are seeking other ways to deliver the value investors have built into their share prices.

Despite the impression that managers vacillate wildly from one trendy technique to another— mission statements one year, Six Sigma the next—most of the top slots are filled by hardy perennials. Strategic planning has been top since 1996. The current hot new tool—RFID, radio frequency identification, a tagging system that shot to fame in 2003 when Wal-Mart demanded that its 100 biggest suppliers adopt it—is way down Bain's list, used by a mere 13% of firms, mostly American.

The biggest change in the past decade is the rise of tools that rely heavily on the use of information technology. IT—intensive techniques such as CRM, supply-chain management and knowledge management are each now used by more than half of all corporations. Executives told Bain that they are more satisfied with their supply-chain management systems than with any tool other than strategic planning.

Given that managers are looking more to IT-based techniques to improve performance, why are corporate IT departments so often seen as mere back-office fixers? In "Why Today's IT Organization Won't Work Tomorrow", a new study, by Dan Starta of A. T. Kearney, a consultancy, the author Claims that IT departments are so focused on fixing the nuts and bolts of everyday problems that they have no time to think about wider business issues. "The best IT ideas are not coming from IT, but from the business side," says Mr. Starta.

His study's findings "shatter the notion" that IT departments are the early adopters of technology, and that general managers slow the process down. RFID is a case in point. AMR Research, a Boston-based firm, reckons that Wal-Mart's suppliers have so far invested $ 250m in the tags and readers required by the system. Few of them, however, have yet seen a business case for the investment beyond a desire not to lose Wal-Mart as a customer.

Doing things this way round, with the management horse pulling the IT cart, need not end in disaster. Although few of Bain's sample companies have yet adopted RFID, a significant proportion of those which have are extremely satisfied with the results, says Mr. Rigby. He expects RFID to rise rapidly up the list.

Nor are managers losing faith in IT: 90% of Bain's sample said they think IT can still create significant competitive advantages for them. Corporate IT budgets are slated to rise again this year. Who will determine where that money is to be spent—the general managers or the geeks? In a book published at the end of last year ("The New CIO Leader", Harvard Business School Press), two Gartne

me watching television to an increased risk of death. One of the most surprising findings is that it isn't just couch potatoes who were affected—even for people who exercised regularly, the risk of death went up the longer they were in front of the TV. The problem was the prolonged periods of time spent sitting still.

Australian researchers who tracked 8,800 people for an average of six years found that those who said they watched TV for more than four hours a day were 46% more likely to die of any cause and 80% more likely to die of cardiovascular disease than people who reported spending less than two hours a day in front of the tube.

Time spent in front of TVs and computers and videogames has come under fire in studies in recent years for contributing to an epidemic of obesity in the U. S. and around the world. But typically the resulting public-health message urges children and adults to put down the Xbox controller and remote and get on a treadmill or a soccer field. The Australian study offers a different take. "It's not the sweaty type of exercise we're losing," says David Dunstan, a researcher at Baker IDI Heart and Diabetes Institute, Melbourne, who led the study. "It's the incidental moving around, walking around, standing up and utilizing muscles that doesn't happen when we're plunked on a couch in front of a television." Indeed, participants in the study reported getting between 30 and 45 minutes of exercise a day, on average.

The results are supported by an emerging field of research that shows how prolonged periods of inactivity can affect the body's processing of fats and other substances that contribute to heart risk. And they suggest that people can help mitigate such risk simply by avoiding extended periods of sitting. The report, being published Tuesday in the American Heart Association journal Circulation, focuses on TV watching in part because it is the predominant leisure-time activity in many countries, researchers said, especially in the U. S. A study by ratings firm Nielsen Co. found that Americans averaged 151 hours of TV viewing a month in the fourth quarter of 2008—more than five hours a day. Dr. Hamilton says studies suggest that after just one day of inactivity, levels of HDL, or good cholesterol, which helps transport LDL or bad cholesterol out of the blood stream, can fall by as much as 20%.

Keeping such processes working more effectively doesn't require constant intense exercise, but consciously adding more routine movement to your life might help, doctors say. "Just standing is better than sitting," says Gerard Fletcher, a cardiologist at Mayo Clinic, Jacksonville, Fla., who works standing up at his computer. "When you stand up, you shuffle around a little bit and use muscles not required when you're sitting or lying down". Simple strategies for increasing activity include incorporating household chores such as folding laundry into TV-watching time or getting up to change a TV channel rather than using a remote control.

According to the study, even for people who exercised regularly, the risk of death went up the longer they were in front of the TV. What's the reason?